1. Customer Introduction
Jiangsu Reliance Electric Co., Ltd., with the stock code 300660, is a shining star in the capital market. In 2021, the company achieved an excellent result of operating income of 2.919 billion yuan. Behind this figure reflects the company's strong market competitiveness and outstanding management ability.
It is a highly influential listed enterprise that specializes in the R & D, design, production, and manufacturing of micro - motors. With an annual motor shipment of over 200 million units, it's like a "mass migration" of motors, which fully demonstrates its huge production capacity and extensive market coverage in the industry.
Leili's business is highly comprehensive. It is mainly driven by a variety of motor products such as micro stepper motors, synchronous motors, brushed DC motors, brushless DC motors, and micro water pumps. These motors are like the "little hearts" in industry and daily life, providing continuous power for various devices. At the same time, the company also has the ability to provide solutions for related precision structures, drive control design, and manufacturing. This integrated business model enables Leili to offer one - stop services to customers and meet the diverse needs of different customers.
Currently, Ruili's products have occupied an important position in the household appliance industry and become a trusted partner for many home appliance enterprises. However, Ruili is not content with this. Instead, it is actively expanding its business territory and continuously promoting coordinated development in multiple fields such as automotive parts, industry, and sports and health. Especially in the field of micro - motors in the automotive industry, Ruili is concentrating its efforts and making in - depth explorations, trying to carve out its own niche in this vast blue ocean full of opportunities.
2. Project background
Leili has demonstrated strong capabilities in multiple aspects and is at the forefront of the industry.In terms of sales scale, its large shipment volume and extensive market share leave many competitors far behind. In terms of R & D capabilities, it continuously invests resources in technological innovation to ensure that its products always maintain a leading position. Regarding customer reputation, it has won unanimous praise from customers with high - quality products and excellent services. In enterprise management, it has a scientific and efficient management system, which enables the company to operate in an orderly manner. In digital construction, it actively embraces new technologies, injecting new vitality into the development of the enterprise.These advantages have made Leili a well - deserved star enterprise both in the industry and in Changzhou.
In the aspect of factory digital construction, Ruili has spared no effort. It has successively introduced systems such as ERP, MES, BPM, PLM, APS, SRM, and BI. These systems are like the "nervous system" of the enterprise, closely connecting various departments and links, which has greatly improved the enterprise's management level and overall competitiveness. However, in the aspect of quality management, the traditional management methods have gradually revealed their drawbacks and can no longer meet Ruili's high - standard and high - demand for quality management. In order to break through this dilemma, Ruili, based on its actual digital requirements for quality management, after several years of careful preparation and repeated investigations of numerous suppliers, decided to carry out the construction of a digital QMS platform.
3. Implementation content
The QMS has fully integrated resources such as the quality knowledge base and the successful implementation experience of the QMS system. Starting from the high - level requirements of the customer's quality digital platform construction, it has tailored a comprehensive solution for Ruili. It not only provides strategic suggestions and professional consultations for Ruili's overall quality digitalization strategy, but also takes charge of the specific implementation services to help Ruili achieve the vision and goals of digital quality management construction.
3.1 Software modules involved in the first phase of Rayleigh QMS
It covers multiple aspects such as material inspection standards, Incoming Quality Control (IQC), In - Process Quality Control (IPQC), Outgoing Quality Control (OQC), periodic tests, Non - Conforming Product Management (NCR), sample management, Corrective and Preventive Action (CAPA), customer complaint management, supplier collaboration, full - view traceability, and group management (multi - factory management). These modules are interrelated and collaborate with each other, forming a complete quality management system.
3.2 System Integration
- AD Domain: It is deeply integrated with the existing domain management to enable quick login. This is like opening a convenient door for users to enter the system rapidly, greatly improving the operation efficiency.
- ERP: It enables the integration of master data. The material receipt notice is pushed to the QMS to create an incoming goods inspection report. The inspection results are written back, and the processing results of non - conforming products can also be written back in a timely manner, ensuring the real - time nature and accuracy of the data.
- BPM: Interface with non - conforming product reviews, including reviews of non - conforming products from inspection, production, and after - sales services, to make the review process more standardized and efficient.
- MES: Interface with the production of non - conforming products, promptly identify quality issues in the production process, and provide strong support for production management.
- PLM: During the inspection process, inspectors can view the drawings, BOM (Bill of Materials), and change lists in the PLM system in real - time, enabling them to keep abreast of the latest product information at any time.
- APS: The production plan is pushed to QMS to create process inspection requests. The inspection results are written back, and the handling results of non - conforming products are also written back, realizing seamless integration between the production plan and quality inspection.
- SRM (Supplier Relationship Management): Effectively control the products submitted by suppliers for inspection to ensure that the products provided by suppliers meet the quality requirements.
3.3 Details of the implementation content
- Master data: The material numbers, supplier information, and customer information from the Kingdee Cloud ERP system are batch - imported into the QMS system. Moreover, when there are new additions or changes to the ERP master data, the QMS will automatically synchronize, ensuring the consistency and timeliness of the data.
- Group Management: QMS offers a group - based management solution. In this project, apart from the headquarters factory of Jiangsu Reliance, the other three subsidiaries of Reliance have also synchronously implemented the system. In the future, it will gradually cover all subsidiaries and overseas factories to achieve unified quality management across the entire group.
- Material Inspection Standards: The inspection rules for tens of thousands of part numbers have all been digitized, which has improved the standardization work of quality management. For some inspection items of the same material, customization can be made according to different suppliers, customers, processes, and inspection types, truly achieving the goal of "one standard, presented in different categories". At the same time, approval management, change management, and version control of inspection standards have been implemented to ensure the scientificity and standardization of inspection standards.
- Incoming material inspection: The ERP system pushes inspection tasks, which are executed in the QMS, and the results are written back. Non - conforming products will be automatically registered and pushed to the BPM system for review. The review results are then written into the ERP. Inspection tasks are automatically distributed to the corresponding inspection supervisors according to the material attributes, which greatly improves the inspection efficiency.By integrating with the PLM system, inspectors can view drawings and BOMs in real - time during the inspection process, and will be promptly notified when there are drawing changes. In addition, the historical defect records and rankings of materials can be viewed in real - time, providing references for inspections.A closed - loop quality management system for IQC inspection, non - conforming product handling, and CAPA rectification has been established. SCARs are issued within the QMS system to require suppliers to carry out rectifications. Leili monitors the rectification progress and approves and confirms the rectification results.IQC statistical analysis can be carried out in real - time, and results and charts can be generated with a single click.
- Process Inspection: The APS pushes inspection tasks, which are then carried out in the QMS, and the results are written back. Non - conforming products are automatically registered and pushed to the BPM system for review. IPQC can set up inspection plans such as initial inspection, regular patrol inspections (e.g., once every 2 hours, once every 4 hours, etc.), and final inspection. Patrol inspection tasks are pushed to relevant responsible persons on time. It is integrated with the PLM system, allowing real - time viewing of drawings and BOMs, and prompting when drawings are changed. During inspection, the historical defect record ranking of materials can be viewed in real - time.
- Finished product inspection: The APS pushes inspection tasks. The inspection is carried out in the QMS, and the inspection results are written into the ERP system for warehousing. Non - conforming products are automatically registered and pushed to the BPM system for review.
- Non-conforming product management**: Non-conforming products identified by IQC (Incoming Quality Control), IPQC (In-process Quality Control), OQC (Outgoing Quality Control), and those related to customer complaints are automatically registered in the QMS (Quality Management System), then pushed to the BPM (Business Process Management) system for review. The review results are written back to the ERP (Enterprise Resource Planning) or APS (Advanced Planning and Scheduling). A CAR (Corrective Action Request) can be directly issued on the non-conforming product form or associated with historical CARs to initiate corrective and preventive actions, thus achieving a closed-loop management.
- **Supplier Collaboration: Incorporate 300 suppliers into Raleigh's QMS platform for unified quality management. Suppliers can input outgoing inspection data, issue and handle non - conformity notices, and process and submit corrective actions on the QMS platform. This has achieved digital improvement and closed - loop control of Raleigh's supply chain quality. Once suppliers submit inspection data, it is automatically synchronized, allowing Raleigh to access it at any time or compare the quality data of the same batch. It also enables comparative analysis of quality data, such as comparing the pass rates between suppliers and internal processes, comparing batch pass rates, and comparing pp/ppk values.
- Panoramic Traceability: With the panoramic traceability function of QMS, all quality management activities such as IQC, IPQC, OQC, non - conforming product handling, customer complaint management, quality issues, and corrective and preventive actions are linked together to achieve one - click quality traceability. You can query the inspection records, non - conforming products, customer complaints, quality issues, corrective and preventive actions related to the part number, order, and customer, as well as the corresponding task details.
- Corrective and Preventive Actions (CAPA): Unified management is carried out for corrective measures from various sources such as non - conforming products, customer complaints, and quality problems. The corrective measures can be broken down into multiple stages and implemented to specific executors in the form of tasks. An escalation plan can be initiated for corrective and preventive actions. If they remain unaddressed for a long time, they will be automatically escalated to higher - level responsible persons according to pre - set rules.
4. Project Summary
The digital quality management solution provided by QMS has been highly recognized by the management and business departments of Reili Company. At the acceptance and summary meeting of the first - phase project, Reili's leadership listened to the reports from both sides and actually verified the goals set at the project's initiation. Based on the verification results, Reili's leadership was very satisfied with the work of both sides and publicly praised the project teams of both parties. Finally, Reili's senior management confirmed the completion of the first phase of the QMS project and started preparations for the second phase. This indicates that Reili will continue to move forward on the path of digital quality management and reach new heights.